“Hearing” All Stakeholders (Even When They’re Not in the Room)?

Silent Stakeholders

By Linda Fisher Thornton

A quiet group of stakeholders is being considered in leadership conversations. They can’t weigh in on major decisions, but they have a lot at stake in the decisions that get made. They are silent stakeholders, and the decisions we make in our meetings every day affects them directly.

These silent stakeholders include consumers who expect to have their interests and their safety protected. They are current and future employees who want to work for ethical companies that care.  They are communities and ecosystems that need protecting to ensure our healthy and successful future. Are we considering their needs when they aren’t in the room? Are we hearing them?

Ethical leadership includes proactively doing good and preventing harm. Our responsibility to do that extends to silent stakeholders – people who can’t speak up in protest when we’re about to make a bad decision that affects them.

Business leaders are increasingly expected to demonstrate care for stakeholders who are not in the room. 

With so many ethical scandals in the news, consumers have become quite aware of risks. They are more actively protecting their interests, even though they are not invited into the closed meetings where decisions that affect their health and safety are made.

Considering Our Impact on Silent Stakeholders

Leaders who think long-term and seek to minimize harm broadly consider all stakeholders, including those who are not in the room.

At our best, we demonstrate care for all constituents, all the way up and down the line.

As you consider these questions, keep in mind that ethical leaders recognize and honor their responsibilities to all constituents, including those who are not in the room.

  • What will be the effect of this decision on the end user?
  • What will be the long-term impact of this decision on the environment, communities and ecosystems?
  • How will those who cannot speak for themselves (but need our care) be affected by this decision?

 

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For more, see new book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Is Your Leadership Net Positive?

By Linda Fisher Thornton

Generating an intentional positive ethical impact is the successful ethical leadership of the future, and it’s already here. The Forum For the Future describes it as net positive leadership – making a positive contribution to society and leaving things better than we found them. This commitment represents a higher level of ethical leadership than just preventing harm – we are preventing harm and adding value.

“The ambition of business has to change. From doing less harm to becoming net positive.”

Net Positive: A new way of doing business, A Report by the Forum For the Future, World Wildlife Fund and The Climate Group.

The net positive leadership concept is a natural extension of our changing awareness of the purpose of leadership. In the recently published book 7 Lenses, I describe how our understanding of the purpose of leadership has evolved over time from transactions to service and more recently to the greater good.

Fully-honoring-the (1)

In The Guardian article “Can a business really be net positive, and if so, how do we judge success?” Oliver Balch writes that “Any movement needs its champions, and net positive boasts a coterie of early cheerleaders, including Kingfisher and IkeaCoca-ColaRio Tintoand BT (on carbon).” As business leaders embrace the net positive movement, Oliver explains, they may discover that it is difficult to tackle becoming net positive in every aspect of the business at once – leaders in the net positive movement start with one area that is pivotal to their brand. 

There is the danger that some companies will promote their net positive progress in one area of the business while causing harm in other areas. As explained by Steve Downing in “How net positive could turn out to be net negative” “practitioners of net positive should confront the negatives in their policies and make them part of their story.” 

An ethics award and an ethics violation don’t net out to equal good ethics. One area of positive impact and one area of harm do not add up to net positive business.

“Net Positive” gives us new terminology for understanding the positive impact of our leadership. While it will be challenging to implement, it provides us with a stretch goal that will make our leadership more impactful. 

There is a very human side to the net positive equation that includes enhancing people’s lives and helping them grow. Take a moment to think about your daily leadership. Would the people and groups you lead describe it as “Net Positive?”

 

522 For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

10 Things Trustworthy Leaders Do

20140323_172748By Linda Fisher Thornton

Trustworthy leaders know how to create a workplace where everyone is valued, where leadership is sincere and respectful, and where great work can get done. How do they do it? What is it in particular that trustworthy leaders do?

These 10 things are on my list of the things trustworthy leaders do. What else would you add?

What Do Trustworthy Leaders Do?

  1. Lead With Positive Values (In Every Situation)
  2. Acknowledge Complexity (And Help People Deal With It)
  3. Demonstrate and Expect Respectful Behavior (Even When It’s a Challenge)
  4. Know Their Own Mindsets and Assumptions (And Be Willing to Change Them)
  5. Show People They Care (In Big and Small Ways)
  6. Think Long Term (Always Doing What’s Most Ethical in the Long Run)
  7. Extend an Open Invitation to Talk (About Ethics, About Bad News, About Good News)
  8. Show They Care (About People and the Success of the Group)
  9. Communicate Clear Ethical Values (And Live Them Every Day)
  10. Contribute to the Well-Being of Those They Lead (Including Reducing Stress)

Trustworthy leaders also regularly weed out negative behaviors that erode the trust within the group. This careful tending lets the trust they plant and the groups they lead flourish. Your challenge? See how many of these “10 Things Trustworthy Leaders Do” you can do today.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Ethics and Trust are Reciprocal

20140323_173426By Linda Fisher Thornton

I was asked recently to explain in simple terms how ethics and trust are related. It is a great question, because we define trust and ethics in so many different ways.

Here are some observations about how trust and ethics are related, and what their relationship means for us as organizational leaders.

What is the Relationship Between Ethics and Trust?

Proactive ethics is part of what it takes to build trust.

Building trust is part of what is required to maintain good ethics.

Ethical behavior and choices help build trust.

High trust environments encourage better ethics.

When trust is lost, people are less likely to uphold the organization’s ethics.

When ethics is absent, trust is elusive.

The Positive Balance

What does all of this mean to us as leaders? It means that ethics and trust are reciprocal and mutually reinforcing. Improving one improves the other. Damaging one damages the other.

Ethics and trust are reciprocal. They are mutually reinforcing. 

If we lead in ways that are trustworthy, we are fulfilling an important part of our responsibility as ethical leaders. When it comes to leading ethically, trust is not a nice-to-have,  it’s a “must have.” If we lead ethically, that lets people know they can count on us, and being able to count on us builds trust with individuals and within the group.

Ethics and trust are inseparable. They travel together.

Trust and ethics travel together, as if tethered with a bungee cord. One will not travel far without pulling the other with it. For example, if I intentionally improve my ethics, that will also begin to improve trust. If I work on improving trust, that will also increase the chances that my team is watching out for ethics and would alert me if something happened that would put us as risk.

Exercising Ethics and Trust 

Ethics and trust act in tandem. Think of them as the respiratory system and heart of the organization. If one fails, the other follows. Keeping them in good shape requires constant attention and daily practice.

Ethics and trust are improved through intentional practice. 

The good news is that just as the human respiratory system and the heart are improved through exercise, organizational ethics and trust can be strengthened through intentional daily practice.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

10 Forces Fueling the Values-Based Leadership Movement

By Linda Fisher Thornton

I believe that values-based leadership is gaining momentum. Recently I was asked to explain why I think so, and I thought I would share my answer in today’s blog post. Here are a number of trends that I see that are working together to fuel the movement toward leading with positive values.

Values-based leadership is gaining momentum, and it’s fueled by a convergence of positive trends.

These forces are coming from various directions and perspectives, all leading toward positive, proactive values-based leadership. See if you recognize any of them, and feel free to comment with your additions to the list.

 

ValuesBased Leadership TrendsFINALCrop

 

How do forward-thinking leaders define “doing well?” They don’t define it as simply reaching financial projections and avoiding lawsuits.  They define it as always leading with values. They define success in terms of mutual benefit – creating shared value for multiple stakeholders and making a positive difference. 

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

Ethics Isn’t Finite: It’s Evolving

2013-07-05 20.36.26By Linda Fisher Thornton

As we strive to build ethical organizations, we must remember that our target is moving. As the world changes, ethical expectations change.

It would be easier to develop ethical leaders and build ethical organizations if ethics were a fixed destination. A point on the map. A line in the sand. But it’s just not that simple.

Ethical expectations are evolving.

As we learn more about the impact of our choices on others, society and the environment, ethical expectations are increasing. The changes reflect a better understanding of how we need to live on this planet we call home in ways that are sustainable in the long run.

Some leaders still mistakenly think about ethics in terms of short-term gains and losses, but the trend is toward thinking broadly and long-term about our choices.

Keeping up with evolving ethical expectations is a challenge that ethical organizations take on. They seek out information about consumer expectations and trends. They embrace meeting changing expectations as part of their leadership responsibility. They always want to know how they can improve.

The trend is toward thinking broadly and long-term about our choices.

Responding to evolving expectations helps organizations stay competitive. It helps them engage employees who want to make a difference. It helps them be ready for success in the future world of business. Because our understanding of ethics is always evolving, we must aim for where it’s headed, not where it’s been.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Can a Toxic Leader Be Ethical? Yes and No.

Can a Toxic Leader Be Ethical?By Linda Fisher Thornton

A Leading in Context Blog reader requested that I address the question of whether or not someone who uses negative interpersonal behaviors can be thought of as an ethical leader.

Toxic leadership is gaining attention as we learn more about the harm that negative behaviors cause in the workplace. What kinds of behaviors could be considered toxic? I blogged about the problem in a previous post called Leadership and…The Cascade Stress Effect:

“If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.”

“Controlling leadership behaviors set off a cascade effect in organizations that looks like this:

  • We create a toxic, constantly stressful environment
  • which reduces people’s ability to learn and remember
  • and think creatively.
  • We get fear-based compliance
  • without engagement
  • which leaves people not doing their best work.
  • We get a low-trust culture
  • which leads to
  • people spending time worrying
  • individually and in groups.
  • We get poor individual
  • and group performance
  • and poor business outcomes.
  • We reduce the capacity of the business
  • to accomplish its mission
  • through people.”

Leadership and the Cascade Stress Effect, Linda Fisher Thornton, Leading in Context Blog, June 2011

“Can someone who uses toxic leadership still be an ethical leader?”The answer to this important question is “yes and no.”

Yes

Yes, they can be an ethical leader in some of the dimensions of ethical leadership. Toxic leaders may be model citizens when it comes to ethically protecting the financial future of the company (or other areas of their ethical responsibility). They may show concern for the environment, or be active in community service. They may look in some ways like an ethical leader.

No

No, they are not an ethical leader, because regardless of how ethical they are in some areas of their leadership, leaders who use unethical interpersonal behaviors are not ethical interpersonally. 

Ethical leadership requires that we honor many different aspects of ethics, including demonstrating respect for others and creating a high trust work environment where people are valued and can do their best work. We must honor individual, interpersonal and societal ethics.

Since toxic leaders fail to honor interpersonal ethics, no matter how ethical they are in other areas of responsibility, they are not ethical leaders.

We can no longer evaluate a person’s leadership solely on results while ignoring the negative ripple effect created by interpersonal behavior choices. It’s time to see toxic leadership for what it really is – stress creating, inappropriate, negative, unethical leadership.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

5 Leadership Development Priorities

5 Leadership Development Priorities

By Linda Fisher Thornton

The recent post “It’s Not About Us” set a new daily record for the most views on the Leading in Context Blog. It described how our understanding of leadership has moved beyond a focus on the leader to a focus on creating shared value for others.

 

In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things.

This week, I want to share how the trends in our understanding of leadership are changing the fiber of what successful leadership looks like in organizations. If our organizations are not yet ready to respond to them, these trends should become our top priorities for leadership development.

5 Leadership Development Priorities

 

1.  Progressing from compliance-based ethics to values-based ethics.

TEACHING THE BEHAVIORS  WE WANT, NOT THE ONES THAT WILL BE PUNISHED

 

2.  Getting comfortable with volatility, uncertainty, complexity and ambiguity (V.U.C.A.).

PRACTICING WITH COMPLEX PROBLEMS IN REAL TIME USING V.U.C.A. STRATEGIES

 

3.  Thinking like global citizens in a world of connecting systems.

MANAGING ETHICS UP AND DOWN THE SUPPLY CHAIN, UNDERSTANDING SYSTEMS, APPLYING THE PRECAUTIONARY PRINCIPLE AND THINKING LONG TERM

 

4.  Embracing the responsibilities that come with leadership.

GOING BEYOND THE TRIPLE BOTTOM LINE, HONORING SEVEN DIMENSIONS OF ETHICAL RESPONSIBILITY

 

5.  Embracing the opportunities that come with leadership.

CHANGING LIVES, IMPROVING COMMUNITIES,MAKING A DIFFERENCE IN THE WORLD

 

While these 5 leadership development priorities may seem challenging, the good news is that by addressing them proactively we will also be enabling the overall success of our organizations.

Leading with values and taking responsibility broadly helps us adapt

The clarity we find in leading with positive values makes decision-making easier, and helps us adapt to the rising expectations in a global marketplace. We are no longer buffeted by every small change in the law, because we are aiming at a much higher level, the level of human values.

 


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

 

Ethics is Contagious

© 2014 Leading in Context LLCBy Linda Fisher Thornton

I must admit that I can’t take the credit for coming up with the catchy title of this post. A group of attendees at a recent keynote I delivered came up with it as a way to describe what they had learned. And it makes perfect sense.

Ethics is catching, and leaders set the tone for the ethics of the organization. What would happen if everyone in the organization followed our lead? Would the organization be more or less ethical?  What kind of ethics are people catching as they work in our organization?

10 Reasons Why Ethics is Contagious:

  1.  We are social creatures.
  2.  People tend to “follow the leader.”
  3.  If their leader is unethical, people may be less likely to report ethical problems.
  4.  In unethical cultures, people who speak up may be punished, which further entrenches the unethical culture.
  5.  When people fail to report ethical problems, the problems may increase and become standard practice.
  6.  In unethical cultures, people who do unethical things may be promoted or rewarded in other ways.
  7.  If their leader is ethical, people may be more likely to report ethical problems.
  8.  In a positive ethical culture, people who speak up may be rewarded, which further entrenches the ethical culture.
  9.  The choices we repeat and reward become the patterns of acceptable behavior in our culture. 
  10.  Whichever case of ethics is spreading in our organizations gains momentum over time. In unethical cultures, the momentum is toward compromising ethics. In ethical cultures, the momentum is toward acting based on ethical values.

Which direction are we leading the organization? Organizational ethics can easily can go either way. Since ethics is so contagious, we need to be sure that we help people catch a positive case of it.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Well-Being is Trending

Well-BeingBy Linda Fisher Thornton

Have you noticed that well-being is trending? It’s not enough just to provide fair pay and good work conditions any more. People want to participate in something meaningful and work in high-trust cultures where they can flourish. They seek out companies that care about their well-being.

Making Life Better

Josh Bersin of Bersin by Deloitte predicts in his article The Year of the Employee: Predictions For Talent, Leadership and HR Technology In 2014 that we will need to “re-imagine employee engagement in a new, integrated way” and seek to create “rewarding, exciting and empowering” experiences.

Our workplace focus is moving toward promoting general well-being.

We are beginning to focus on the wellness and happiness of the whole person, and are more aware of the importance of measures of success that incorporate overall well-being. Gallup.com has a Well-Being Index that shows trending levels of well-being over time. OECD publishes an annual “How’s Life?” Report that goes beyond financial measures to evaluate social well-being and progress. The Happy Planet Index  rates each country in the world on aspects needed for people to live long and happy lives.

Well-being is on the minds of consumers as well. Trendwatching.com comments in Internet of  Caring Things that consumers will “lavish love and attention on products, services and experiences” that actively care for their well-being and the well-being of their loved ones.

The Ethics Factor

Positive, intentional management of ethics in organizations supports the overall well-being of employees, customers and communities. Ethics also gives organizational metrics a boost. When we treat people well, we bring out their best.

Ethical leaders support the well-being of those they lead and serve.

Happy people who trust their ethical leaders tend to be more engaged, more creative and more productive. 

Paying attention to well-being makes sense.

In this case what’s good for employee well-being is good for the well-being of the organization too. 


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Making Decisions Like Global Citizens

By Linda Fisher Thornton

Character is important, but leading ethically in the fullest sense requires much more than just demonstrating good character. In this 2 minute video, I describe 7 different perspectives that you may hear around the table as you discuss ethical dilemmas in your organization. Instead of being competing perspectives, each one is an important element of the full picture of what it means to lead ethically in a global society.

As you watch, see how many of these 7 different perspectives you can recognize in your organization’s dialogue about ethics.

For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

How Current is My Message About Ethics?

By Linda Fisher Thornton

Ethical expectations are continually increasing, and it is not always easy for leaders to keep up with the changes. This week, I’m sharing an assessment to help you answer the question “How current is my message about ethics?” 

We convey our beliefs about ethical responsibility through leadership development, ethics training, regular communications and daily actions.  The message we send sets the tone for the ethics of our organizations.

This assessment is based on the holistic 7 Lenses™ framework described in my book 7 Lenses. It will help you identify strengths and areas for improvement in your ethics message. Notice that the assessment is organized into 7 different perspectives on ethical responsibility. Each of these 7 Lenses™ is an important part of leading ethically in a global society, from profiting responsibly to contributing to the greater good of society. 

See how many of the 21 items below are already incorporated into your message about ethics, and check those off. After completing the assessment, add any items you didn’t check off to your list of goals for this year. 

What is My Message About Ethical Responsibility?

Lens 1: Profit

___ I describe profit as the result of doing business ethically and creating shared value.

___ I talk about ethics just about as often as I talk about profits to be sure that people know that it is just as important.

___ I lead open conversations about how to balance ethics and profits, because I know that at times they will seem to conflict.

Lens 2: Law

___ I make it clear that laws are the minimum standards in society, not the expected levels of behavior. 

___ I let leaders know that we need to aim higher than laws and regulations, to the ethical values behind those laws.

___ I talk openly about how we’ll handle situations where something is legal, but may harm our constituents and is therefore unethical.

Lens 3: Character

___ I go well beyond telling people to “do the right thing” and give them details about what that means in our organization.

___ I demonstrate ethical competence and expect it from every leader in the organization.

___  I make moral awareness an important part of leader education.

Lens 4: People 

___ I don’t tolerate negative interpersonal behaviors (like teasing, blaming and belittling).

___ I ask leaders to demonstrate respect for every person, regardless of differences. 

___ I expect leaders to honor the rights and dignity of each person, and they understand what that looks like (and doesn’t  look like) in action.

Lens 5: Communities

___ I make it clear to leaders that community service and involvement are key values in our organization.

___ I offer opportunities for leaders to be actively involved in efforts to support community programs. 

___ Our message is that supporting healthy, thriving communities helps everyone, including us. 

Lens 6:  Planet

___ I make sure that leaders know that in our organization sustainability is more than a pamphlet or a report, it is the way we work every day.

___ I let leaders know that life, nature and ecosystems are silent stakeholders that we must protect.

___ Our message is consistent – actions about sustainability and protecting the planet match our words.

Lens 7: Greater Good

___ Leaders know that our organization believes in creating a better world for all.

 ___ When making decisions, I ask people to think farther ahead than 1-5 years, to consider the long-term impact of their choices 100 years or more into the future.

___ I help leaders balance short-term gains with long-term responsibilities when they make decisions.

How current is your message about ethics?

 


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For more, see Linda’s book 7 Lenses  and Making Decisions Like Global Citizens.

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

7 Lenses (via Leadership Excellence Essentials)

By Linda Fisher Thornton

I am honored that my article “7 Lenses: Principles and Practices” was included on page 34 in the January issue of Leadership Excellence Essentials that features tributes to Mandela.  This issue also includes articles by Warren Bennis, Dave Ulrich, Tom Peters and many others talking about leadership, strategy and engagement. 

LE_JAN2014_Page_01

Download View New Interactive PDF

This issue of Leadership Excellence Essentials is is shared with you with the permission of the publisher, hr.com.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

5 Ways CEOs Can Build an Ethical Culture

Leading in Context BlogBy Linda Fisher Thornton

CEOs are in a unique position to make ethics a priority through their everyday actions, but simply modeling ethics isn’t nearly enough. Here is a starting list of 5 actions CEOs can take that move organizations toward an ethical culture, besides telling people how important ethics is and demonstrating it in everyday behavior and choices.

5 Ways CEOs Can Build an Ethical Culture

1. Expect respectful, ethical behavior, and quickly correct behavior that doesn’t measure up

2. Make it safe for people to talk about the ethical grey areas they encounter in their work 

3. Talk about the organization’s values, ethics expectations and industry ethics codes 

4.  Give people the opportunity to practice making good ethical decisions

5. Talk openly about the ethical decisions you are making, and why they are so important

Why is proactively making ethics a priority so critical? CEOs protect the character of their organizations. They set the example that others follow.  They have the responsibility for creating a ripple of ethical behavior, choices, and conversations throughout their organizations.

Forward-thinking CEOs embrace this responsibility to protect the character of the organizations. When they talk openly about their own efforts to make ethical decisions, they also magnify that learning on an organizational scale.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

 

 

Leading the Conversation About Ethical Leadership

Leading the Conversation

By Linda Fisher Thornton

Dialogue is a powerful tool for developing ethical organizations. Workplace issues are complex and opinions vary about what ethical leadership means. This combination creates a kind of “murky uncertainty” that keeps leaders from giving us their best, most ethical performance.

To move beyond this “murky uncertainty,” we need to take the time to talk about what ethical behavior means. Use the twelve questions in the discussion guide below to start building a shared understanding of your organization’s definition of ethical leadership behavior.

LEADING THE CONVERSATION IN OUR ORGANIZATIONS

Here are some questions that may help you define ethical issues and appropriate leader behaviors in the context of your organizational values:

  • What are the specific ethical behaviors that are required of all organizational leaders?
  • What are the consequences if they don’t behave ethically?
  • What are the situations that people encounter that could lead them into a grey area?
  • How should those grey areas be handled?
  • What does it look like when leaders perform according to the organization’s stated values?
  • What does it look like when they don’t?
  • How should people make decisions when they encounter difficult situations?
  • Where might our leaders fall into grey areas while implementing our goals and values?
  • What are areas where we will not tolerate compromise?
  • What are areas of flexibility?
  • Where do we need to clarify our mission and values, to make it clear that we are an ethical organization, and ethics is not negotiable?
  • How can we more effectively recruit, recognize, and retain ethical leaders?

Linda Fisher Thornton, “Leadership Ethics Training: Why is it So Hard to Get it Right?”  reprinted in Training and Development: The Best of Leadership Development, American Society for Training and Development. (March, 2010)

Without a clear picture of what ethical behavior means in our organizations, we’re unlikely to achieve it.  While the conversation may take some time, it will take less time than dealing with the problems that happen when leaders work in “murky uncertainty.”

Let’s get the conversation started.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

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